Balancing Emotional Intelligence To Enlighten Transformational Leadership

Abstract

The success of the organizational changes is dependent on leadership. As difficult as organizational change can be, leadership change is exponentially more challenging. Leadership often is the slowest to change in response to environmental and organizational demands.• In this age of knowledge workers, intellectual capital. connecting learning across the organization and leveraging human capital, act of Emotional Intelligence provides us a major clue to competitiveness. Most societies and that includes business organizations, are caught between two conflicting needs: one for managers to maintain the balance for operations and one for leaders to create new approaches and imagine new areas to explore. One might well ask why there is a conflict. Can't both managers and leaders exist in the same society? ... or even better, can't the same person be both, a manager and a leader? A bureaucratic society, which breeds managers, may stifle young leaders who need mentors and emotional interchange to develop. Effective management of organizations and human resources is facing enormous challenges. Organizations are downsizing, reengineering themselves to compete in the global market and facing an explosion of available information (Luthans, 1998). Max Messmer (1999), CEO of Robert Half, said in a recent survey of 150 executives from some of the nation's largest companies, that leadership skills were identified as the most important assets of managers. The present paper is an examination of how Emotional Intelligence (El) affects a manager's ability to make effective decisions so as to be regarded as an effective leader. It discusses about the importance of specific emotional attributes needed by a leader to make qualitative and effective decisions.